BRITISH TOURIST AUTHORITY TRADING AS VISITBRITAIN ...

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VisitBritain and VisitEngland Annual report and financial statements for the year ended 31 st March 2010 Sickness Absence The average sickness absence per full time employee in 2009/10 was 2.3 days compared to 2.3 days in 2008/09 and average public sector absence of 9 days. Training and Development Our performance management system is aligned to the corporate competencies and includes a workshop on the principles of effective performance management. As part of the process, training and development needs are identified and appropriately satisfied by means of coaching, mentoring and competency-based courses that are directly applicable to the workplace. Personal development plans form an important part of this process and all staff are encouraged to take ownership of their own development. An Executive Development Programme is in place to develop and enhance leadership skills to meet our future needs. During the year VisitBritain competencies were reviewed and updated in the light of the organisation’s strategy and a new framework with four core competencies is now in place. Performance of staff is recognised as a vital part of our future success and team development and training events continue to be undertaken to reinforce the desired culture. A 360-degree feedback system is in place and is designed to provide feedback to managers and directors. A shortened version (180-degree) is in use for staff at all other levels. Equal Opportunities and Disability VisitBritain is fully supportive of creating and maintaining an inclusive environment. All employees have equal opportunities for employment and advancement solely on the basis of ability, qualifications and relevant skills and experience for the work. We are committed to an environment where there is no discrimination on any grounds including age, gender, racial or national origin, religious belief, sexual orientation or disability. VisitBritain regularly monitors and reports on a range of staff statistics including gender and ethnic origin. Investor in People VisitBritain has been recognised as an ‘Investor in People’ since 1994 and at its recent re-assessment was pleased to be awarded Silver Status. 6
VisitBritain and VisitEngland Annual report and financial statements for the year ended 31 st March 2010 8. RESULTS FOR THE YEAR AND OTHER FINANCIAL INFORMATION Financial Policy During the period covered by these accounts, VisitBritain was funded primarily by grant-in-aid from DCMS under the provisions of the Act. Following the Government's objectives, VisitBritain seeks to ensure that optimum use is made of all resources during the financial year and so far as is consistent with its objectives, seeks to maximise non-Exchequer resources generated through close working partnerships with the private sector and commercial activities. In October 2007, DCMS announced the result of the Comprehensive Spending Review, which reduced VisitBritain’s grant-in-aid (GIA) from £50.65m (2007/08) to £49.9m (2008/09), £47.2m (2009/10) and £40.9m (2010/11). At the same time the Secretary of State announced a review of British tourism. The results of the British Tourism Framework Review are reflected in VisitBritain and VisitEngland’s priorities for 2009/10. In December 2009, the lease of VisitBritain’s head office in Hammersmith expired and the organisation moved in October 2009 to a Crown Property at 1 Palace Street, London, SW1 with the right to occupy the premises for nine years under a Memorandum of Terms of Occupation signed between DCMS and the Department for International Development. Income To assist with the costs of the move and continuing restructuring, DCMS provided VisitBritain with an additional £1.8m in funding. Grant-in-aid amounts are taken directly to reserves and do not appear in the income and expenditure account. Group income from non-government funded activities marginally decreased in 2009/10 (see note 6 & 7) mainly due to decrease in partnership funding and other operating income. Some of the highlights are:- Income from commercial activities increased due to the continuing growth of the online retail activities worldwide. Other operating income reduced as VB overseas offices stopped providing agency model services to strategic partners. Income generated from Quality in Tourism from administering the Quality Assessment Schemes rose due to an increase in membership. Partnership / Marketing income decreased as major value campaigns in Spring 2009 achieved industry involvement through ‘in kind’ support. Reduction in GIA is also another factor for reduced partnership funding. Expenditure In 2009/10 VisitBritain incurred £1.197m costs for re-organisation, the majority of which is related to employee costs, which is shown separately as exceptional item in the income and expenditure statements (see note 11). The other main operating cost impacts were:- Weak sterling values resulted in both currency losses as well as increased overseas infrastructure costs. This is also one of the main reasons that staff costs in 2009/10 have not decreased proportionately with head count reduction. Move costs from Thames Tower to Palace Street Marketing expenditure decreased in the year as activity was planned to help manage exceptional costs in respect of reorganisation. VisitBritain launched major campaigns promoting Britain as a value destination at the start of 2009/10 financial year Publishing costs reduced following outsourcing of major activity Commercial and quality cost of sales increased respectively in line with income 7
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